71. Identify the approach to performance measurement that meets the following criteria: high strategic congruence, usually high validity, usually high reliability, moderate acceptability, and very high specificity.
A. Comparative
B. Attribute
C. Behavioral
D. Results
Behavioral approach has high strategic congruence, high validity, high reliability, moderate acceptability, and very high specificity compared to results, attribute, comparative, and quality approaches.
72. Identify the approach to performance measurement that meets the following criteria: usually low strategic congruence, usually low attribute, usually low reliability, high acceptability, and very low specificity.
A. Comparative
B. Attribute
C. Behavioral
D. Results
Attribute approach has low strategic congruence, low attribute, low reliability, high acceptability, and very low specificity compared to results, behavioral, comparative, and quality approaches.
73. Which of the following is NOT true of managers as the source of performance measures?
A. Managers are the most frequently used source of performance information.
B. Managers are generally motivated to make accurate ratings.
C. Manager-based performance evaluations eliminate the concern of favoritism.
D. Managers are viewed by employees as legitimate sources of performance information.
Some supervisors may be so biased against a particular employee that to use the supervisor as the sole source of information would result in less-than-accurate measures for that individual.
74. Which of the following is NOT true of peers as the source of performance measures?
A. Peers have expert knowledge of job requirements.
B. Peer ratings are particularly useful for administrative and strategic decision making.
C. Peer ratings are particularly useful when supervisors do not have the opportunity to observe employees.
D. Peers have been found to provide extremely valid assessments of performance in several different settings.
Disadvantage of peer rating is that when the evaluations are made for administrative decisions, peers often find the situation of being both rater and ratee uncomfortable. When these ratings are used only for developmental purposes, however, peers react favorably.
75. These sources of performance information are especially valuable when managers are being evaluated and often have the best opportunity to evaluate how well a manager treats employees.
A. Supervisors
B. Subordinates
C. Top-level management
D. Customers
One problem with subordinate evaluations is that they give subordinates power over their managers, thus putting the manager in a difficult situation.
76. Subordinates, as a source of performance information, are generally most appropriate when the performance results are to be used for:
A. training purposes.
B. investigative purposes.
C. strategic purposes.
D. developmental purposes.
Subordinates are an especially valuable source of performance information when managers are evaluated. Subordinates often have the best opportunity to evaluate how well a manager treats employees.
77. Managerial performance appraisal that involves subordinates' evaluations of the manager's behavior or skills is:
A. upward feedback.
B. 360-degree feedback.
C. a traditional performance appraisal.
D. multi-rater feedback.
Upward feedback refers to appraisals that involve collecting subordinates' evaluations of manager's behavior or skills.
78. Using customer evaluations of employee performance is appropriate in all but one of the following situations. Name the exception.
A. When the company wants an inexpensive means of evaluation.
B. When an employee's job requires direct service to the customer or linking the customer to other services within the company.
C. When the company's strategic goal is to integrate marketing strategies with human resource activities and policies.
D. When the company is interested in gathering information to determine what products or services the customer wants.
The weakness of customer surveys is their expense. Printing, postage, telephone, and labor can add up to hundreds of dollars for the evaluation of one individual. Thus many companies conduct such evaluations only once a year for a short time.
79. Which rater error is made when one judges those who are comparable to him/her in the immediate work group higher than those who are not?
A. Contrast
B. Distributional error
C. Halo/horns
D. Similar to me
Most of us tend to think of ourselves as effective, and so if others are like us—in race, gender, background, attitudes, or beliefs—we assume that they too are effective.
80. In a workgroup, a completely competent performer is working with a number of peers who are outstanding. If the competent employee receives lower-than-deserved ratings because of the outstanding colleagues, then which rater error has occurred?
A. Contrast
B. Distributional error
C. Halo/horns
D. Similar to me
Contrast error occurs when we compare individuals with one another instead of against an objective standard.